I recently swept through the book Hooked, by Nir Eyal. It was an easy read, presenting in clear, simple language mostly repackaged concepts from prior work of others.

I have no quarrel with that, btw, as I’d assert nearly every new best-selling book is a repackaging of prior work. The business book marketplace is built upon the premise of an endless appetite people have for insights, methods, and other promises of some slight advantage.

Who isn’t seeking knowledge that will “get you a step ahead” of your competition? But, back to Hooked…

I jotted down a few of the more noteworthy take-aways, that I’ve shared below. If you are further intrigued by persuasion, reputation, and other topics of involving the intersection of technology and human behavior, read one of my posts from a few years ago and seek out the book Persuasive Technology.

So, without further delay, my Hookedexcerpts:

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When it comes to shaking consumers’ old habits, naïve entrepreneurs often find that better products don’t always win — especially if a large number of users have already adopted a competing product.

A classic paper by John Gourville, a professor of marketing at Harvard Business School, stipulates that “many business innovations fail because consumers irrationally overvalue the old while companies irrationally overvalue the new.”

Gourville claims that for new entrants to stand a chance, they can’t just be better; they must be nine times better. Why such a high bar? Because old habits die hard and new products or services need to offer dramatic improvements to displace the old routines.

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While user habits are a boon to companies fortunate enough to engender them, their existence inherently males success less likely for new innovations and startups trying to disrupt the status quo. The fact is that successfully changing long-term user habits is exceptionally rare.

Altering behavior requires not only an understanding of how to persuade people to act — for example, the first time they land on a web page — but also necessitates getting them to repeat behaviors for long periods, ideally for the rest of their lives.

Companies that succeed in building a habit-forming business are often associated with game-changing, wildly successful innovation. But like any discipline, habit design has rules and caveats that define and explain why some products change lives while others do not.

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In his book “Something Really New: Three Simple Steps to Creating Truly Innovative Products,” author Denis J. Hauptly deconstructs the process of innovation into its most fundamental steps.

First, Hauptly states, understand the reason people use a product or service.

Next, lay out the steps the customer must take to get the job done.

Finally, once the series of tasks from intention to outcome is understood, simply start removing steps until you reach the simplest possible process.

Consequently, any technology or product that significantly reduces the steps to complete a task will enjoy high adoption rates by the people it assists.

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Experiences with finite variability become less engaging because they eventually become predictable.

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END

Two quick End-Notes:

You probably noticed, but the figures lacked any correlation to the content. They just happened to be the more interesting ones to me in the book